Embracing IQ Diversity for Effective Leadership

Few of you can't deny it, being a high IQ individual can sometimes feel like a double-edged sword, especially in a corporate setting. They tend to solve problems quickly, constantly thirst for knowledge, and have an insatiable curiosity about the world around them. But with that comes a heightened sensitivity to what we assume as mediocrity. Perhaps you've experienced this yourself: a coworker proposing a less efficient solution or a team member repeating mistakes. Your mind races with thoughts: "How can they not see the better way to do this?" or "Why do they keep doing that when they've already been corrected?" That irritation that creeps in isn't about arrogance. Instead, it's a reflex response to inefficiency, a trait deeply ingrained in high-IQ individuals.

High IQ individuals , in normal setups of meetings, might sometimes feel frustrated or disengaged for various reasons:

1. Lack of intellectual stimulation: High IQ individuals often thrive on intellectual challenge and complexity. If a meeting is covering routine information or doesn't present a challenge, they may feel disengaged.
2. Preference for efficiency: People with high IQs often have the ability to process information quickly. Therefore, they may become impatient with what they perceive as slow progress, unnecessary repetition, or irrelevant details during meetings.
3. Communication style mismatch: High IQ individuals sometimes have unique ways of thinking and may prefer communication that is direct, concise, and logical. If a meeting is heavy on small talk, emotional appeals, or indirect communication, it might cause them to feel out of sync.
4. Diverse interests: High-IQ individuals often have wide-ranging interests and may enjoy diving into tangential topics or abstract concepts. If a meeting is narrowly focused or sticks rigidly to a script, they may feel restrained.

So, how can high IQ individuals navigate this potential irritant maturely?

The key is to replace irritation with empathy and communication. Step one, remind yourself that different perspectives and skills are valuable, and that everyone is on their own journey of learning and growth. Encourage, rather than criticize. Offer guidance, instead of dismissing others. Let's say you're in a meeting and a coworker proposes a solution that you believe isn't the most efficient. Instead of shutting it down, try something like: "That's an interesting idea, but have you considered this approach?" Encourage a dialogue. This promotes mutual learning and creates an environment where everyone feels heard.

And this leads us to the million-dollar question .

Are high IQ individuals better leaders, or do 'Average IQ' ones take the trophy?

Well, it's not that simple. Great leadership doesn't solely rest on one's IQ. It's about emotional intelligence, empathy, adaptability, resilience, and the ability to inspire and guide others.In fact, the corporate world is filled with examples of leaders who may not be 'geniuses' in the traditional sense but are incredibly effective. Consider Herb Kelleher of Southwest Airlines, who may not have been the 'smartest' guy in the room, but his unique leadership style, emphasizing empathy and employee satisfaction, revolutionized the airline industry. On the flip side, there are high IQ leaders like Elon Musk, whose vision and problem-solving skills have pushed the boundaries of what we thought possible. However, even Musk's leadership style has been criticized for being overly demanding or lacking in empathy. Another example, Bill Gates, co-founder of Microsoft, is one such individual. With an estimated IQ of 160, Gates revolutionized the tech industry with his innovative thinking and ability to foresee the impact of personal computing. However, what made Gates a great leader wasn't just his IQ; it was his determination, his passion for technology, and his willingness to take risks.

Google, a company renowned for hiring some of the brightest minds in the world, undertook a significant internal study - Project Aristotle - to understand what makes a successful team. They studied 180 teams and collected a wide range of data, including individual personality types, emotional intelligence, and many more variables. The surprising conclusion?

The individual IQs or the number of advanced degrees within a team didn't predict its effectiveness.

Instead, it was the softer factors such as psychological safety, dependability, structure & clarity, meaning of work, and impact of work that played a crucial role. This shows that high IQ isn't the only determinant of success, and so-called 'Average IQ' individuals also play a vital role in team effectiveness.

Another study published in the Journal of Vocational Behavior (Vol. 65, No. 1) highlighted that IQ only accounts for about 25% of the differences in job performance. Other factors, such as emotional intelligence, play a significant role. Emotional intelligence has been found to be twice as important as technical skills and IQ for jobs at all levels. Moreover, in leadership positions, almost 90% of the difference between average and top-performing leaders was linked to emotional intelligence rather than cognitive ability.

The important thing to note from these examples is that successful leadership isn't determined solely by an individual's IQ. It's about a blend of qualities - resilience, emotional intelligence, passion, vision, empathy, and the list goes on. Both high IQ individuals and those deemed 'Average IQ' can be effective leaders if they leverage their unique strengths, continually learn and adapt, and maintain a profound respect for the diverse talents and perspectives within their teams. It's this blend of qualities that propels teams, companies, and industries forward.

Reason I wrote this article and why I relate to it so much - I've grappled with these issues throughout my career. Over time, I've realized that intelligence, while valuable, isn't the only thing that matters. My ability to empathize with others, to adapt and learn, to inspire my team, and to accept that I don't always have the best solution - these are the traits that have truly propelled me forward. Looking back at the times when I felt irritated by what I perceived as 'mediocrity', I now understand that those moments were opportunities for growth - both for myself and for those around me. Instead of focusing on the inefficiencies, I could have guided, inspired, and nurtured. It was a hard pill to swallow, but embracing this mindset has transformed the way I engage with my team, driving us towards more innovation and success.

**All views expressed are my personal views and has no affiliation/representation of my current or previous employers.